THOMAS GREEN: POWER, OFFICE POLITICS, AND A CAREER IN CRISIS

Presented By:

Divya (212)

Udit Pandey (219)

Ankur Garhwal (222)

Gagan Vij (223)

Harshita Dalal (226)

Flow of Presentation

Introduction Mr. Green’s Mistakes Unraveling Mr. Davis Decoding Mrs. McDonald Key Lessons Possible Solutions

Founded in 1990 as a provider of self-service options to banks via ATMs.

In 1994, Dynamic Displays launched a new division aimed at travel and hospitality.

In 2007, Dynamic Displays' travel and Hospitality Division had 60% market share with over 1500 self-service kiosks in use at more than 75 airports.

About Dynamic Displays

Some Important Characters

Thomas Green

Senior MarketSpecialist

AGE:28 Thomas Green graduated from University of Georgia with a

bachelors degree in Economics. He started his career as an account executive for National

Business Solutions in Atlanta , Georgia where he worked for 6 years in the Banking Division selling ATMs to regional banks throughout the southeast.

He joined Dynamic Displays in 2007 as an account executive in the Travel and Hospitality Division and is presently the Divisions Senior Market Specialist for the Eastern region of Northern America.

Frank Davis

Marketing Director

AGE:45 He graduated from New York University in 1986

with a bachelors degree in History. He also did an MBA from Suffock university in 2002.

He started his career as a sales representative for Advanced telecommunication Services selling PBX phone systems to large corporations.

He joined Dynamic Displys in 1990 as an account executive with the Financial Services Division and got various promotions over a span of 17 years.

Shannon McDonaldDivision Vice PresidentAGE:42 She graduated from University of Georgia in 1987

with a bachelors degree in marketing.Did her MBA from Northwestern Kellog School of Management in 1992.

She was the director of national sales for Travel and Hospitality Division from 2000-2006 and was responsible for deiving Dynamic Displays' self-service business with the largest airline carriers in the United States.She was promoted to Division Vice President in november 2006.She reports to the chairman, Chief Executive Officer and President of Dynamic Displays , Sam Costello.

Greens' Promotion

His performance during the frst four months was very good and this drew the attention of Senior Executives to him.

In july 2007, he attended a week long training at the corporate headquaters

Had many meetings with Shannon McDonald. He impressed her with his lenthy explanations of client opportunities and his strategies

.Though McDonald was convinced about his capabilities and had some reservations about his managerial experience , she promoted Green to the position of Senior Market Specialist.

After the promotion

Although Green displayed a good performance , he could not come up to Davis' expectations of him.

On october 8, Green attended the 2008 Budget Plan meeting where Davis estimated 10% growth in the eastern region during the next year.

Green found the target unrealistic and opposed it at the meeting which upset Davis.

First meeting between Green and Davis

The meeting was held on 15 october 2007 for the informal evaluation of Green's performance.

Davis had already prepared a list of problems he saw in Green's work including:

Green does not keep him updated about his schedule.

Green does not provide the information requested from him.

Green does not prepare proper charts and memos to back up his strategies.

Green lacks enthusiasm and is full of negativity. Davis also mailed the same performance report to

McDonald.

Second meeting between Green and Davis Green had been working for 3 months on his new

strategy of a new up-selling and cross-selling software. He had been avoiding Davis as much as possible. On january 28,2008 Green met with Davis for another

performance evaluation. Davis continued to point out deficienceies in Green's

work and attitude. Davis sent a mail to McDonald focusing on Green's lack

of interest and wrong attitude.Someone sent a copy of this mail to Green by interoffice mail.

McDonald mailed Green seeking his perspective on the issue.

Green perceved that Davis wants to get him fired and starts to look for ways to save his job.

Green’s Mistakes- Rigid working style

Green has not been able to adapt himself well to the new role.

Green has begun in his new position much the same way he would have begun in his previous position as an account executive, by going out and speaking with the customers and employees to begin developing relationships.

Greenis great when it comes to selling the client on his ideas but clients ask for hard data to back up his claims of cost savings. They require market data, memos, presentations but Green does not work that way.

Green’s Mistakes- Highly individualistic nature

Green wants to have authority and then work independently without following certain standards that other require and he has trouble taking direction from others.

Green is overly confident and too much focused on his independent working attitude. He does not conform to the company standard.

Greenis low on power distance. He openly challenged Davis’ forecasted growth of 10% during Budgeting and forecasting meeting.

Green’s Mistakes- Role conflict

Davis expected him to invest his time in developing strategic marketing approaches and effective sales tactics, keep an updated schedule and followup when information is requested.

Green was havingHighly individualistic nature and was more focused and concerned in the problems of selling to current and prospective client. He was working independently on his new up selling and cross selling software and avoided interactions with his boss.

Green’s Mistakes- Perceived conflict

Rather than improving his own working attitude and being interactive with his boss Green developed a thinking that Davis’s criticism of his performance was a result of his questions which challenged the validity of Davis’s forecast and started avoiding interactions with him.

UNRAVELLING Mr. Frank Davis

A person with high degree machiavellism

“I know you will need a little time to get up to speed on your new position, but I expect you  to start developing some new market strategies for your region soon.”

The afore mentioned lines clearly display clever use of words to warn the upcoming newbie that he is directly under the crosshair from the start

“I hope these promises materialize in the next 30 days.  If not, I recommend we part ways with Thomas Green and quickly seek out a competent replacement for this extremely important position”

Another example of vested interests in use of these lines.

A personality with high regards for power distance

Mr. Green tried to confront Mr. Davis’s calculation

Sensing an attack on his power and personal image, Mr. Davis started to micro manage Mr. green’s work

The below mentioned lines clearly state the degree of micro management performed by Mr. Davis

“Thomas, you have not done a good job of keeping me informed of your schedule.  For example, this past Thursday, I was trying to locate you and your Outlook calendar said you were in Orlando.”

Additional factors to be considered

Mr. Davis had toiled for years to reach a position which Mr. Green achieved by mere reference

Appointment of Mr. Green was clearly against Mr. Davis’s will as it clearly abolished his appointment power for the post of specialist

Decoding Ms. Shannon McDonald

High degree of feminine characteristics

She found a sense of connection with Mr. Davis due to the fact that they belong to same state and university (Georgia)

Her considerate and protective nature is also revealed a the time of appointment and performance evaluation of Mr. Davis

High probability of perceptual errors

Stereotyping The “summa cum laude ” in Mr green may

have led to preconceived notions about his abilities

• Halo effect Considering her experience at Chicago

consulting group we predict that she was highly impressed by charisma and orator ship of Mr. Green

Factors affecting poltical behaviour

Evaluating personalities vis-a-vis their political behavior

• High mach

• Internal locus

• Expectation of success high

•High mach•Internal locus•Expectation of success high •Dependency high

•Low trust•Role ambiguity•promotion opportunties

Individual factors Organizational factors

Key Lessons

This case portrays office politics and if not treated properly can create problems in an organization.

This case gives insight how power distance in an organization can cause problems.

This case illustrates the importance of proper communication between the different members of organization.

This case is also proves that point that if proactive action is not taken by leader then it can result in bigger issues.

PROBLEMS

POSSIBLE SOLUTIONS

McDonal

d

She can encourage Green to ask Davis for managerial advice and try to convince Davis to help him.McDonald can remove Green from the current position of Senior Market Specialist and put him at the new position where his Sales skills can best utilized in interest of organization.

Green

Green can be given adequate training so that he can understand the necessary managerial skills that are needed

Davis

Davis should clearly lay down the organizational goals and rules and should use his position of power to influence Green to abide by them.

Suggested Action Plan for Mr. Green

Mr. Green’s first plan of action should be to complete the self-evaluation of his performance.

Green should understand Davis’ expectations, strengths and weaknesses, priorities, and work style. He should consider Davis’ point of view that he should change his approach to his current position, be strategic, and look at a bigger picture.

He needs to understand McDonald placed him in a delicate spot hence he cannot ignore Davis’ concerns towards him. Since Green has no experience with forecasting, Davis should allow him to get more exposure and training. Once Green has more relevent experience, his ideas would actually have more basis, and he could even end up agreeing with Davis' original forecasts.

Taking responsibility for his actions and being mature about the situation will help best solve this so he can have good rapport with the colleagues and continue to develop in the company.

Lastly, Davis, McDonald, and Green should all meet to finally put the situation to rest in order to resolve the conflict between Green and Davis for effective work in future.

Thank You